|
|
Leaders Eat Last:
The larger the group of people we work with, the less likely we are to develop any kind of trusting relationships with them.
|
145 |
|
|
Leaders Eat Last:
Most of us, unfortunately, never see the people whose lives our work touches.
|
148 |
|
|
Leaders Eat Last:
It makes sense for social animals, that our sense of purpose is always human.
|
149 |
|
|
Leaders Eat Last:
Unlike the time and effort that people spend on something, it is what money represents that gives it its value.
|
149 |
|
|
Leaders Eat Last:
Given our obsessive need to feel safe among those in our tribe – our communities and companies – we inherently put a premium value on those who give us their time and energy.
|
149 |
|
|
Leaders Eat Last:
If someone is willing to give us something of which they have a fixed and finite amount, a completely nonredeemable commodity, we perceive greater value.
|
150 |
|
|
Leaders Eat Last:
Just as a parent can’t buy the love of their children with gifts, a company can’t buy the loyalty of their employees with salaries and bonuses.
|
150 |
|
|
Leaders Eat Last:
What produces loyalty… is the feeling that leaders of the company would be willing, when it matters, to sacrifice their time and energy to help us.
|
150 |
|
|
Leaders Eat Last:
Simply hearing about the time and energy someone gave to others can inspire us to want to do more for others too.
|
151 |
|
|
Leaders Eat Last:
Giving time and energy actually does more to impact the impression others have of us than giving money.
|
151 |
